Effective Leadership through 360-Degree Feedback
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Scenario 1
The first scenario talks about an organization in which leaders decide to design their survey questions instead of using an established vendor. This decision is because they do not want to spend money on the 360-degree survey from the vendor. Hence, they choose an employee with no experience in coming up with survey questions for the task. When reviewing the survey questions, two leaders decide that it is fine, and they proceed with the survey. The survey results did not come out as expected since there was no rhythm in the scores. As a leader, they should have the best in mind for their employees and the company. Hence, if there are inadequate resources, looking for an affordable established vendor in conducting surveys would be more appropriate than assigning that task to an inexperienced person in the company. This would ensure that the results obtained from surveys would be trustworthy, and it can be well analyzed with other managers in the company. The feedback gotten from the survey would enable leaders to focus their energy constructively. Also, the feedback would be credible and trustworthy since it was done by an established vendor (Taylor et al., 2008). This would also enable the leaders to develop a development plan that would help them improve their performance.
Scenario 2
This scenario points out that the survey done to five leaders in an organization produced untrustworthy results since the leaders have been slacking on their work recently. The survey that was done did not prove helpful since the results did not have any useful information on how they could improve the leaders’ performance. If a 360-degree survey was used in this scenario, results would have differed since it would have brought out reasons why they think leaders in the company are not performing as expected. The feedback that would have been given, although in private, would have been to focus on the essential developmental goals of the leaders (Lepsinger & Lucia, 2009). Hence, developmental goals would guide and drive the leaders to perform their duties well and committing to changing their behaviors for a better future of the company and the employees. This survey’s feedback is needed since it can be used as a guiding force that will continuously increase improvement. Leaders need the feedback of the survey to check the reliability and validity of their perceptions. Therefore, through this feedback, leaders get encouraged and motivated to do better and increase their effectiveness to their employees and the company.
Scenario 3
This scenario talks about a company that included the 360 degrees survey using different instruments that helped the company to improve its performance. The leaders who were not performing well agreed to be trained to improve their skills. After some time, leaders and employees grew mostly in their abilities, teamwork, and communication skills, but the company’s performance had not improved. I think the wrong thing that was done in this scenario was that the skills the leaders learned did not improve the company’s performance because they were not applied as required. Some leaders have excellent skills but do not know how to use them during a situation. The reason could be the reformed leaders are either not included in the decision-making process or in the development of a plan that can help improve the company’s performance. Also, the provision of feedback to the leaders was not done correctly. When feedback is given to individuals in the right manner, they tend to become motivated to improve on their performances and that of the company’s (Davis, 2005). Another reason could have been the development plan that they come up with was not competent enough to change the company’s situation.
References
Davis, E. (2005). Using feedback to become a more effective leader.
Lepsinger, R., & Lucia, A. D. (2009). The art and science of 360-degree feedback. John Wiley & Sons.
Taylor, S., Chappelow, C., & Fleenor, J. (2008). Leveraging the impact of 360-degree feedback. Hoboken, NJ, USA: Pfeiffer.